Workplace Fairness
Workplace Fairness and Psychological Safety and how they Impact Safety Culture
Welcome Overview of Workplace Fairness and Psychological Safety
Impact on Safety Culture Expert Discussion:
Agenda
The Fairness Model How approach helps achieve safety excellence Economics of Fairness Top 5 indicators the Fairness Model is impacting Safety Behaviors and Performance.
Q & A session
Blaine Donais President and Founder, Workplace Fairness Institute
Ann Morgan Disability Solution Specialist MVS Inc.
Webinar is 60 minutes duration, and recorded.
Housekeeping
Please close out other open applications on computer. Questions will be answered during the Q & A Period.
Overview Workplace Fairness and Psychological Safety
Basic Human Needs All behavior is a means to get needs met We bring our human needs to work. Primary needs include: fairness, belonging, and contribution Safety
threat
reward
Psychological Safety Shared belief that the team is safe for interpersonal risk taking because members feel accepted and respected. Belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes.
Feelings
Thoughts
Behaviors
Workplace Fairness Equity of concern and respect for each workplace participant.
Fairness
Collaboration
Safety & Health
Emerging Imperatives for Fairness • Bill 168 made psychological harassment an Occupational Health and Safety issue • Bill 132 will strengthen the harassment provisions of MOL’s OHS Act • Psychological Safety Standard adoption • Various public cases that are leading to the Fairness Imperative
Impact on Safety Culture
Workplace Fairness and Psychological Safety: Impact on Organizations Safety Culture BEHAVIORS
STRUCTURES
IDEAS
Culture Triangle
The Spectrum of Unfairness
Poorly Managed Conflict
Poor Communication © 2010 Workplace Fairness Institute
Favouritism Nepotism
Capricious Decisions
Violence
Bullying Harassment Discrimination
Head-Down Theory: Zones of Engagement
The Fairness Model
Elements of Workplace Fairness JUSTICE
EFFICIENCY
Access Applicability Independence Protection Support Procedure Fairness Legal
Interests Alternatives Self-Help Cost Flexibility Education Timeliness
ENGAGEMENT
Participant Buy-In Involvement
RESOURCE SUFFICIENCY Human Facilities Continuous Improvement
The Fairness System Design:
© Blaine Donais, Workplace Fairness Institute, 2007
Best Practices: Implement into an EHS Strategy 1. Become aware of the impacts of current workplace unfairness in your organization and teams. •
Start by analyzing impact on both safety and operational risks.
2. Take inventory of your safety and organization culture needs, then invest in a best-fit solution for your workforce 3. Continue to build collective trust in an evolving safety landscape 4. Improve your Occupational, Health and Safety programme by creating a expectation of commitment and accountability of all stakeholders. 5. Engage with all your stakeholders, more consistently and through various channels
Achieve Safety Excellence Using the Fairness Model
The Fairness Model: Achieve Safety Excellence Workplace Fairness and Psychological Safety facilitates “voice”. • • •
“Voice” facilitates inclusion and engagement “Engagement” facilitates motivation and accountability “Accountability” leads to increase in performance and safe behaviors
This foundation supports proactive group think and behavioral change towards the leaders vision and values.
Achieve Safety Excellence: Workplace Qualities
1. Establish foundation of trust. 2. Respectful debate of ideas and openness to resolving conflict. 3. Safety is a collective commitment. 4. Clear behavioral and performance expectations. 5. Each individual holds themselves accountable for other peoples’ safety.
Fairness Model Economics of Fairness
Economics of Fairness
(A) Unfairness Impacts: FAILURE $$$
UNFAIRNESS COSTS • Low productivity • High turnover/hiring/firing • Investigation (internal/external) • Negative reputation • Lack of competitiveness • Low innovation • Ineffective teamwork / cooperation • Administrative time • Managerial time • Legal (Tribunals / litigation / arbitration) • Etc.
(B) Fairness Monitoring: APPRAISAL $$
Operational Costs – Often Hidden (Iceberg Theory)
Costs of routine (formal or informal) activities, practices, structures dealing with the detection of unfairness when impacts can still be mitigated. QUALITY CONTROL
Routine (formal or informal) activities, practices, structures dealing with the detection of unfairness when impacts can still be mitigated. QUALITY ASSURANCE
(C) Fairness Maintenance $
Capital Costs
FAIRNESS ROI Profile Failure
$ 100.00
Appraisal
$ 90.00
Maintenance
$ 80.00 $ 70.00 $ 60.00 $ 50.00 Period of
$ 40.00 $ 30.00
greatest initial capital investment
$ 20.00 Year 1 Year 6
Year 2
Year 3
Year 4
Year 5
Top 5 Indicators Fairness Model is impacting Safety Behaviors and Performance
Fairness Model: Top 5 Indicators 1.
2.
3.
4. 5.
Safety is being framed throughout organization as an ongoing learning process. • it’s ok not to know but people are expected to ask for help, • it’s ok to learn from our mistakes, we do not ignore them • people are not blamed or shamed Everyone's limitations (knowledge and physical) are acknowledged and management invites dissent, concerns, questions, ideas, listening etc. All levels of workforce are curious, ask questions and are driven. • leaders model curiosity, management shows that it is ok to be curious and ask questions • all personnel encourage each other to ask questions, and question – why, what if? • people listen deeply to each other and co-create responses (everyone invites ‘voice’) Group social climate provides psychological and physical protection. Collective environment fosters a socially supportive workplace.
Fairness Model: Value
1.
Increased employee engagement/satisfaction
2.
Reduced accidents/injuries /disability related costs
3.
Capitalize on learning opportunities, continuous improvement
4.
Avoid danger of “comfort” zone
5.
Increased productivity, performance
www.community.intelex.com
Questions? Come join the discussion at the Intelex Community
Thank You!
Blaine Donais [email protected]
Contact
Ann Morgan [email protected]
Awards & Accolades
2 years in a row
Established in 1992. Worldwide client base.
About
More than 300 employees. Over 1,000 global customers. Over a million users. Peer reviewed as a best managed company.
Welcome Overview of Workplace Fairness and Psychological Safety
Impact on Safety Culture Expert Discussion:
Agenda
The Fairness Model How approach helps achieve safety excellence Economics of Fairness Top 5 indicators the Fairness Model is impacting Safety Behaviors and Performance.
Q & A session
Blaine Donais President and Founder, Workplace Fairness Institute
Ann Morgan Disability Solution Specialist MVS Inc.
Webinar is 60 minutes duration, and recorded.
Housekeeping
Please close out other open applications on computer. Questions will be answered during the Q & A Period.
Overview Workplace Fairness and Psychological Safety
Basic Human Needs All behavior is a means to get needs met We bring our human needs to work. Primary needs include: fairness, belonging, and contribution Safety
threat
reward
Psychological Safety Shared belief that the team is safe for interpersonal risk taking because members feel accepted and respected. Belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes.
Feelings
Thoughts
Behaviors
Workplace Fairness Equity of concern and respect for each workplace participant.
Fairness
Collaboration
Safety & Health
Emerging Imperatives for Fairness • Bill 168 made psychological harassment an Occupational Health and Safety issue • Bill 132 will strengthen the harassment provisions of MOL’s OHS Act • Psychological Safety Standard adoption • Various public cases that are leading to the Fairness Imperative
Impact on Safety Culture
Workplace Fairness and Psychological Safety: Impact on Organizations Safety Culture BEHAVIORS
STRUCTURES
IDEAS
Culture Triangle
The Spectrum of Unfairness
Poorly Managed Conflict
Poor Communication © 2010 Workplace Fairness Institute
Favouritism Nepotism
Capricious Decisions
Violence
Bullying Harassment Discrimination
Head-Down Theory: Zones of Engagement
The Fairness Model
Elements of Workplace Fairness JUSTICE
EFFICIENCY
Access Applicability Independence Protection Support Procedure Fairness Legal
Interests Alternatives Self-Help Cost Flexibility Education Timeliness
ENGAGEMENT
Participant Buy-In Involvement
RESOURCE SUFFICIENCY Human Facilities Continuous Improvement
The Fairness System Design:
© Blaine Donais, Workplace Fairness Institute, 2007
Best Practices: Implement into an EHS Strategy 1. Become aware of the impacts of current workplace unfairness in your organization and teams. •
Start by analyzing impact on both safety and operational risks.
2. Take inventory of your safety and organization culture needs, then invest in a best-fit solution for your workforce 3. Continue to build collective trust in an evolving safety landscape 4. Improve your Occupational, Health and Safety programme by creating a expectation of commitment and accountability of all stakeholders. 5. Engage with all your stakeholders, more consistently and through various channels
Achieve Safety Excellence Using the Fairness Model
The Fairness Model: Achieve Safety Excellence Workplace Fairness and Psychological Safety facilitates “voice”. • • •
“Voice” facilitates inclusion and engagement “Engagement” facilitates motivation and accountability “Accountability” leads to increase in performance and safe behaviors
This foundation supports proactive group think and behavioral change towards the leaders vision and values.
Achieve Safety Excellence: Workplace Qualities
1. Establish foundation of trust. 2. Respectful debate of ideas and openness to resolving conflict. 3. Safety is a collective commitment. 4. Clear behavioral and performance expectations. 5. Each individual holds themselves accountable for other peoples’ safety.
Fairness Model Economics of Fairness
Economics of Fairness
(A) Unfairness Impacts: FAILURE $$$
UNFAIRNESS COSTS • Low productivity • High turnover/hiring/firing • Investigation (internal/external) • Negative reputation • Lack of competitiveness • Low innovation • Ineffective teamwork / cooperation • Administrative time • Managerial time • Legal (Tribunals / litigation / arbitration) • Etc.
(B) Fairness Monitoring: APPRAISAL $$
Operational Costs – Often Hidden (Iceberg Theory)
Costs of routine (formal or informal) activities, practices, structures dealing with the detection of unfairness when impacts can still be mitigated. QUALITY CONTROL
Routine (formal or informal) activities, practices, structures dealing with the detection of unfairness when impacts can still be mitigated. QUALITY ASSURANCE
(C) Fairness Maintenance $
Capital Costs
FAIRNESS ROI Profile Failure
$ 100.00
Appraisal
$ 90.00
Maintenance
$ 80.00 $ 70.00 $ 60.00 $ 50.00 Period of
$ 40.00 $ 30.00
greatest initial capital investment
$ 20.00 Year 1 Year 6
Year 2
Year 3
Year 4
Year 5
Top 5 Indicators Fairness Model is impacting Safety Behaviors and Performance
Fairness Model: Top 5 Indicators 1.
2.
3.
4. 5.
Safety is being framed throughout organization as an ongoing learning process. • it’s ok not to know but people are expected to ask for help, • it’s ok to learn from our mistakes, we do not ignore them • people are not blamed or shamed Everyone's limitations (knowledge and physical) are acknowledged and management invites dissent, concerns, questions, ideas, listening etc. All levels of workforce are curious, ask questions and are driven. • leaders model curiosity, management shows that it is ok to be curious and ask questions • all personnel encourage each other to ask questions, and question – why, what if? • people listen deeply to each other and co-create responses (everyone invites ‘voice’) Group social climate provides psychological and physical protection. Collective environment fosters a socially supportive workplace.
Fairness Model: Value
1.
Increased employee engagement/satisfaction
2.
Reduced accidents/injuries /disability related costs
3.
Capitalize on learning opportunities, continuous improvement
4.
Avoid danger of “comfort” zone
5.
Increased productivity, performance
www.community.intelex.com
Questions? Come join the discussion at the Intelex Community
Thank You!
Blaine Donais [email protected]
Contact
Ann Morgan [email protected]
Awards & Accolades
2 years in a row
Established in 1992. Worldwide client base.
About
More than 300 employees. Over 1,000 global customers. Over a million users. Peer reviewed as a best managed company.
